sigmaradius leadership effectiveness report...sigmaradius leadership effectiveness report sample...

SIGMARadiusLeadershipEffectivenessReport

Sample ReportReport Date: Jan 5, 2016

© 2000 - 2013, SIGMA Assessment Systems, Inc., Port Huron, MI 48061-0757

NOTEThis is a sample report, containing illustrative results for only two dimensions on which 360° performance ratings were obtained. The full report contains data and development advice for 51 dimensions. The full report is approximately 110 pages.

Sam Sample Leadership Effectiveness Report

Table of Contents

Table of Contents ........................................................................................... 1

I n t r o d u c t i o n .................................................................................................... 2

Section 1: Leadership Effectiveness Summary ......................................... 3

Your Leadership Effectiveness Snapshot ................................ 4

Your Leadership Effectiveness Summary ................................ 5

Leadership Effectiveness Category Summary Example .......... 6

Leadership Effectiveness Category Summary Explanation ..... 7

Your Leadership Effectiveness Category Summaries ............. 8

Section 2: Leadership Effectiveness Profile ........................................... 13

Leadership Effectiveness Profile Example ............................ 14

Leadership Effectiveness Profile Explanation ....................... 15

What Do Your Results Mean? ............................................... 16

Next Steps .............................................................................. 17

C o m m e n t s .............................................................................. 17

Development Advice .............................................................. 17

Your Leadership Effectiveness Profile .................................. 18

Jan 5, 2016 1CONFIDENTIAL


Introduction

You recently participated in a multi-rater feedback survey of leadership effectiveness. Both you and your colleagues were asked to provide ratings of your effectiveness on 51 leadership behaviors. The individuals who rated you were your leaders, colleagues, persons directly or indirectly reporting to you (referred to as direct/indirect reports throughout this report), as well as raters falling into the External Raters category. They were asked to be fair and accurate and to base their ratings on their observations of your work.

This report presents the results of this multi-rater feedback process and contains your self-ratings and the ratings provided by the people with whom you work, as well as written feedback provided by your raters. This report also presents detailed development advice designed to help you improve your leadership effectiveness. When you review this report, bear in mind that it is designed to be a development tool, not a complete review of your work performance.

This report is divided into two sections:

Section 1: Leadership Effectiveness SummaryT h e Leadership Effectiveness Summary section provides an overview of your survey results. It shows a snapshot of all your scores, as well as summaries of your scores categorized according to broad managerial skills. Use this section to quickly identify both your strengths, as others see them, and the areas in which you should concentrate your development efforts.

Section 2: Leadership Effectiveness ProfileT h e Leadership Effectiveness Profile section displays charts for each of the 51 leadership behaviors. These charts contain scores based on the ratings provided by your leaders, colleagues, direct/indirect reports, raters falling into the External Raters category, and yourself. Each chart is accompanied by the comments provided by your raters, as well as detailed development advice.

In this sample report, only two of the 51 behaviors are presented.



Section 1Leadership Effectiveness Summary

This section begins with Your Leadership Effectiveness Snapshot, a ranked listing of all your scores. Use this listing to quickly identify your strengths and development opportunities, and then refer to Section 2 for a more detailed description of your results.

The ranked listing is followed by Your Leadership Effectiveness Summary, a listing that presents all your scores grouped into broad categories in the same order as they are found in Section 2.

Cognitive Managerial SkillsInterpersonal Managerial SkillsPersonal Managerial QualitiesTeamwork, Supervision, Planning & ProductivityOverall Leadership Effectiveness

The summary charts at the end of this section present your average scores for each of these categories, as well as a ranking of the behaviors that make up each category. To help you understand these summary charts, the Leadership Effectiveness Category Summary Example presents a sample chart along with explanations of each component.

When reviewing this section, perhaps the most important thing to remember is the purpose of the exercise: your development as a leader. At this point, a useful step is to examine your strong points by identifying your high ratings from the charts and then identify your weak points from your lowest ratings in the charts. This will set the stage for the more detailed presentation in Section 2.



Your Leadership Effectiveness SnapshotListed below are the 51 behaviors measured by this survey. Page references to detailed feedback charts for each behavior are presented. The scores are presented in order from your highest average rating given to you by all your raters to your lowest rating. The numbering of the behaviors reflects the order in which they appear in Section 2. The triangles show how you rated yourself on each behavior.

Low HighPage Score 1 2 3 4 5 6 7

10. Operating Upwards -- 6.434. Assuming Responsibility -- 6.111. Interpersonal Relations -- 6.0

22. Achievement and Motivation -- 5.91. Business Acumen -- 5.9

35. Delegation -- 5.923. Desire to Learn -- 5.9

36. Developing/Coaching Others -- 5.924. Emotional Control -- 5.937. Strategic Planning -- 5.9

25. Ambition -- 5.826. Listening -- 5.8

12. Client/Customer Focus -- 5.613. Communication -- 5.6

14. Formal Presentation -- 5.62. Technical Orientation 18 5.6

3. Decisiveness -- 5.538. Facilitating Teamwork 20 5.5

39. Monitoring and Controlling -- 5.515. Open-Mindedness -- 5.5

27. Self-Discipline -- 5.528. Self-Esteem -- 5.5

40. Short-Term Planning -- 5.529. Valuing Diversity -- 5.5

41. Vision -- 5.530. Independence -- 5.4

31. Integrity -- 5.416. Negotiation -- 5.4

42. Organizational Spokesperson -- 5.451. Overall Effectiveness -- 5.4

43. Productivity -- 5.417. Sensitivity -- 5.4

18. Social Astuteness -- 5.419. Conflict Management -- 5.3

44. Inspirational Role Model -- 5.320. Persuasiveness -- 5.3

4. Prioritizing -- 5.35. Creativity -- 5.1

32. Dependability -- 5.133. Flexibility -- 5.1

45. Involving Direct Reports -- 5.16. Objectivity -- 5.1

46. Organizing the Work of Others -- 5.17. Thoroughness -- 5.1

47. Attracting Staff -- 5.048. Emphasizing Excellence -- 5.0

8. Risk Taking -- 4.949. Work/Life Balance -- 4.9

9. Analytical Orientation -- 4.821. First Impression -- 4.8

50. Motivating Others -- 4.6



Your Leadership Effectiveness SummaryThe table below lists the 51 behaviors measured by this survey in the order in which they appear in Section 2 of this report. The behaviors are ranked from highest to lowest overall score under their broad managerial skill categories. Page references to detailed feedback charts for each behavior are presented. The scores in the Score column and the bar graphs show the average rating given to you by all your raters. The triangles show how you rated yourself on each behavior.

Low HighPage Score 1 2 3 4 5 6 7

Cognitive Managerial Skills1. Business Acumen -- 5.9

2. Technical Orientation 18 5.63. Decisiveness -- 5.5

4. Prioritizing -- 5.35. Creativity -- 5.1

6. Objectivity -- 5.17. Thoroughness -- 5.1

8. Risk Taking -- 4.99. Analytical Orientation -- 4.8

Interpersonal Managerial Skills10. Operating Upwards -- 6.4

11. Interpersonal Relations -- 6.012. Client/Customer Focus -- 5.6

13. Communication -- 5.614. Formal Presentation -- 5.6

15. Open-Mindedness -- 5.516. Negotiation -- 5.4

17. Sensitivity -- 5.418. Social Astuteness -- 5.4

19. Conflict Management -- 5.320. Persuasiveness -- 5.321. First Impression -- 4.8

Personal Managerial Qualities22. Achievement and Motivation -- 5.9

23. Desire to Learn -- 5.924. Emotional Control -- 5.9

25. Ambition -- 5.826. Listening -- 5.8

27. Self-Discipline -- 5.528. Self-Esteem -- 5.5

29. Valuing Diversity -- 5.530. Independence -- 5.4

31. Integrity -- 5.432. Dependability -- 5.1

33. Flexibility -- 5.1Teamwork, Supervision, Planning & Productivity

34. Assuming Responsibility -- 6.135. Delegation -- 5.9

36. Developing/Coaching Others -- 5.937. Strategic Planning -- 5.9

38. Facilitating Teamwork 20 5.539. Monitoring and Controlling -- 5.5

40. Short-Term Planning -- 5.541. Vision -- 5.5

42. Organizational Spokesperson -- 5.443. Productivity -- 5.4

44. Inspirational Role Model -- 5.345. Involving Direct Reports -- 5.1

46. Organizing the Work of Others -- 5.147. Attracting Staff -- 5.0

48. Emphasizing Excellence -- 5.049. Work/Life Balance -- 4.950. Motivating Others -- 4.6

Overall Leadership Effectiveness51. Overall Effectiveness -- 5.4



Leadership Effectiveness Category Summary ExampleThe example below summarizes the results for a fictitious person on the "Cognitive Managerial Skills" category. Captions on the next page explain the meaning of each component of the summary.

(1) Part A. Cognitive Managerial SkillsThe leadership behaviors in this category emphasize decision making and problem solving. Behaviors include the leader’s analytical skills and technical proficiency, and the ability to demonstrate creativity and objectivity in working through problems, decisions, and risks.

The chart below shows your average scores for the behaviors that make up this category.

(2) Effectiveness ScaleLow High

Average 1 2 3 4 5 6 7

(3)Ratings by all your raters 6.2

Self rating 5.6

Ranked below are the 7 behaviors that make up the Cognitive Managerial Skills category. Use this chart to determine your strengths and weaknesses as seen by others. Your self-rating is indicated by the triangle in each row.

Low HighScore 1 2 3 4 5 6 7

(4)1. Technical Orientation 6.8

2. Analytical Orientation 6.5

3. Decisiveness 6.5

4. Creativity 6.2

5. Thoroughness 6.1

6. Objectivity 5.0

7. Risk Taking ---



Leadership Effectiveness Category Summary Explanation

(1) Category Label and DefinitionThis is the name and description of the category of behaviors.

(2) Effectiveness ScaleThis is the scale used in the surveys to assess a person’s effectiveness on eachbehavior. A "1" represents low effectiveness, "4" moderate effectiveness, and"7" high effectiveness.

(3) Average Scores for the CategoryThe first box shows the person's average scores on the behaviors that make upthis category.The first score in the Average column, and the solid bar beside it, represent theaverage of the person’s scores on the behaviors that make up this category. Thisscore is based on the ratings by all raters excluding the person’s self rating.The second score in the Average column, and the solid bar beside it, representthe average of the ratings the person gave himself or herself on the behaviors thatmake up this category.

(4) Ranking of behavior scoresThe second box displays the person's scores on each of the behaviors that belongto this category.Each row in this chart represents the person’s score on a particular behavior. Thescores are ranked from highest to lowest and are based on the person’s ratings byall his or her raters (excluding the person's self-rating). The person’s self-ratingsare indicated by the triangle in each row.The number immediately before each listed behavior refers to the order in whichthe behaviors are presented in Section 2.



Your Leadership Effectiveness Category SummariesPart A. Cognitive Managerial Skills

The leadership behaviors in this category emphasize decision making and problem solving. Behaviors include the leader’s analytical skills and technical proficiency, and the ability to demonstrate creativity and objectivity in working through problems, decisions, and risks.


Effectiveness ScaleLow High

Average 1 2 3 4 5 6 7

Ratings by all your raters 5.3

Self rating 5.1

Ranked below are the 9 behaviors that make up the Cognitive Managerial Skillscategory. Use this chart to determine your strengths and weaknesses as seen byothers. Your self-rating is indicated by the triangle in each row.


1. Business Acumen 5.9

2. Technical Orientation 5.6

3. Decisiveness 5.5

4. Prioritizing 5.3

5. Creativity 5.1

6. Objectivity 5.1

7. Thoroughness 5.1

8. Risk Taking 4.9

9. Analytical Orientation 4.8



Part B. Interpersonal Managerial SkillsThe leadership behaviors in this category include working effectively and cooperatively with people and maintaining positive interpersonal relationships. Behaviors in this category include the leader’s communication and negotiation skills, sensitivity to others, openness to suggestions, and the ability to manage others’ impressions.



Average 1 2 3 4 5 6 7


Self rating 5.1

Ranked below are the 12 behaviors that make up the Interpersonal ManagerialSkills category. Use this chart to determine your strengths and weaknesses asseen by others. Your self-rating is indicated by the triangle in each row.


10. Operating Upwards 6.4

11. Interpersonal Relations 6.0

12. Client/Customer Focus 5.6

13. Communication 5.6

14. Formal Presentation 5.6

15. Open-Mindedness 5.5

16. Negotiation 5.4

17. Sensitivity 5.4

18. Social Astuteness 5.4

19. Conflict Management 5.3

20. Persuasiveness 5.3

21. First Impression 4.8



Part C. Personal Managerial QualitiesThe leadership behaviors in this category reflect the traits and personal characteristics that facilitate success in a leadership role. These qualities include demonstrating ambition, dependability, self-confidence, and the ability to adapt to new situations and remain composed under stress.



Average 1 2 3 4 5 6 7


Self rating 5.7

Ranked below are the 12 behaviors that make up the Personal ManagerialQualities category. Use this chart to determine your strengths and weaknesses asseen by others. Your self-rating is indicated by the triangle in each row.


22. Achievement and Motivation 5.9

23. Desire to Learn 5.9

24. Emotional Control 5.9

25. Ambition 5.8

26. Listening 5.8

27. Self-Discipline 5.5

28. Self-Esteem 5.5

29. Valuing Diversity 5.5

30. Independence 5.4

31. Integrity 5.4

32. Dependability 5.1

33. Flexibility 5.1



Part D. Teamwork, Supervision, Planning & ProductivityThe leadership behaviors in this category are important in the day-to-day operations of an organization. These behaviors involve setting clear objectives, planning and initiating structure, communicating performance expectations and priorities as well as monitoring employee and team progress toward long-term goals. In addition to managing performance, behaviors in this category include the ability to attract, select, and retain top talent.



Average 1 2 3 4 5 6 7


Self rating 5.6

Ranked below are the 17 behaviors that make up the Teamwork, Supervision,Planning & Productivity category. Use this chart to determine your strengths andweaknesses as seen by others. Your self-rating is indicated by the triangle ineach row.


34. Assuming Responsibility 6.1

35. Delegation 5.9

36. Developing/Coaching Others 5.9

37. Strategic Planning 5.9

38. Facilitating Teamwork 5.5

39. Monitoring and Controlling 5.5

40. Short-Term Planning 5.5

41. Vision 5.5

42. Organizational Spokesperson 5.4

43. Productivity 5.4

44. Inspirational Role Model 5.3

45. Involving Direct Reports 5.1

46. Organizing the Work of Others 5.1

47. Attracting Staff 5.0

48. Emphasizing Excellence 5.0

49. Work/Life Balance 4.9

50. Motivating Others 4.6



Part E. Overall Leadership EffectivenessThis leadership behavior covers the overall ability to effectively lead others.

The chart below shows your average score and your self rating.


Average 1 2 3 4 5 6 7


Self rating 5.0



Section 2Leadership Effectiveness Profile

In this section, your scores on the 51 leadership behaviors are presented in greater detail. Your leaders' scores are always listed separately, and where possible, your other scores are broken down by the type of rater: colleague, direct/indirect report and External Raters. In addition, this section presents comments from your raters and behavior-specific development advice.

Before examining your results, review the Leadership Effectiveness Profileexample on the following page. This example includes a sample profile with explanations of each component and information helpful in interpreting your profile and in preparing a plan for further leadership development.

Once you have studied the example, proceed to your actual results, concentrating on those behaviors that are most relevant to your position.



Leadership Effectiveness Profile ExampleThe example below summarizes the results for a fictitious person on the behavior "Technical Orientation". Captions on the next page explain the meaning of each part of the profile.

Technical OrientationDemonstrating technical proficiency or expertise acquired through education, training, or experience.

Low HighEffectiveness Scale 1 2 3 4 5 6 7

(1)

(2)

(3)

(4)(5)

(6)

Rater Category Count N/O Score

Ratings by your leaders 2 0 4.0

Ratings by your colleagues 3 0 5.0

Ratings by your direct/indirect reports 6 1 3.8

External Raters 0 0 --

Ratings by all your raters 11 1

Distribution of ratings 11 1 4.2 1 0 2 2 3 2 0

Self rating 6.0



Leadership Effectiveness Profile Explanation

(1) Behavior Label and DefinitionThis is the name and description of the behavior, as presented in the actual surveyscompleted by the person and his or her raters.

(2) Effectiveness ScaleThis is the scale used in the surveys to assess the person’s effectiveness on each behavior.A "1" represents low effectiveness, "4" moderate effectiveness, and "7" higheffectiveness.

(3) Ratings By Rater CategoryThe scores in the Score column and the solid bars beside them represent the averageratings given to a person by the raters belonging to a specific category. These categoriesinclude the person's leaders, colleagues, direct/indirect reports and External Raters.

The numbers in the Count column indicate the number of raters in each category. Thenumbers in the N/O column indicate how many raters had not observed this particularleadership behavior.

(4) Ratings By All RatersThe score in the Score column and the solid bar beside it represent the average rating.This average rating was calculated by summing all ratings, and dividing by the number ofratings. The person’s self-rating is not included in the calculation of this score.

(5) Distribution of RatingsThis shows the number of ratings the person received in each level of the EffectivenessScale. The person’s self-rating is not included in these counts. The number in the Countcolumn indicates the total number of ratings received for this behavior, while the numberin the N/O column indicates the total number of raters who had not observed thisleadership behavior. The overall score is repeated in the Score column. In this example,the person was rated at "1" by 1 person, "3" by 2 people, "4" by 2 people, "5" by 3people, and "6" by 2 people.

(6) Self RatingThe score in the Score column and the solid bar beside it represent the rating the persongave him or herself.



What do your results mean?The most important thing to remember when interpreting your results is the purpose of the exercise: your development as a leader. Here are some important points to consider as you interpret your results.

There are a number of factors that influence the accuracy of this report. Remember that your results are based on your raters’ observations of your work. The results are usually more accurate when your raters have observed you on several occasions. The accuracy of your results will also tend to increase as the number of raters increases. Furthermore, your raters may differ in their accuracy when assessing different behaviors. Different raters see different aspects of your work behavior, and your behavior likely differs in subtle ways as you interact with them.

The 51 behaviors in this survey were chosen for their broad coverage of what comprises leadership performance. However, not all of the 51 behaviors may be relevant to your position. If raters have not observed a particular behavior, perhaps it is not one you are required to perform in carrying out your responsibilities. Determine which behaviors are most relevant to your position, and assess your development needs in light of your ratings on those behaviors.

A high effectiveness rating suggests that others regard the behavior in question as having been executed appropriately. If raters have not observed you engage in a particular behavior, they had the option to indicate this. In making their assessments, raters may have considered the frequency (how often) of the behavior being assessed. Frequency may be related to effectiveness for some behaviors. For example, if the behavior was Dependability, then the more often you are seen as having high dependability, the more likely you will receive a high effectiveness score. For other behaviors such as Monitoring and Controlling, being seen as controlling all the time may actually lead to a lower effectiveness rating than if you were perceived as engaging in controlling behavior only when required.

Your score on a given leadership behavior reflects your effectiveness in the past as seen by your raters. Unlike certain stable characteristics, your effectiveness in performing the 51 leadership behaviors will not necessarily remain the same. For example if you decided to take action and improve your effectiveness on a particular behavior and were successful, then your scores would probably increase. You should view your scores in a constructive frame of mind. Ask yourself, "What can I do to make myself a more effective leader?"



Next StepsWhen you have had an opportunity to review your results, it’s up to you to decide what you are going to do with them.

Some people are concerned with how others perceive their work effectiveness. Remember, this exercise is only worthwhile to the extent that you treat it as a catalyst for improvement, rather than a judgment.

Select approximately 10 behaviors that are most important for your position and review your performance most critically on these. Don’t try to achieve everything at once. Set specific, attainable goals.

CommentsFor each of the 51 behaviors, you will find a section where your raters were encouraged to provide comments describing your performance. These comments should provide you with valuable insight concerning how people perceive you.

Development AdviceEach of the 51 work behaviors in the Leadership Effectiveness Profile includes development advice in the form of Action Steps to Consider. These steps are based on research in the areas of work and organizational behavior, social psychology, and motivation. Please go through the steps and determine which ones are helpful to you. You may notice that some action steps do not apply to you either because of the uniqueness of your work situation or perhaps because you have already adopted the action in question.

You may find it useful to write in the margin beside each action step one of the following four labels: Useful, Not Useful, Not Applicable, Typical. Note that "Typical" refers to behaviors that you have already incorporated in your work. You can then make a list of the action steps that you find useful and try to incorporate these into your leadership development. It may be useful to maintain a confidential log book registering the steps that you undertake and your progress in strengthening your work behaviors.



Your Leadership Effectiveness ProfilePart A. Cognitive Managerial Skills

2. Technical OrientationDemonstrating technical proficiency or expertise acquired through education, training, or experience.






External Raters 2 0 7.0

Ratings by all your raters 8 00 5.6


Self rating 5.0

Leader Comments

Louise Leader: Sam has a desire to learn new things and he is quick to pick up ontechnical advances in his field.

Other Comments

Sam actively participates in courses and seminars in order to increase his technicalproficiency.

Sam seems to have a firm grasp on his area of expertise, but he could spend more timehelping others adapt to technical changes at work.

Although Sam is quite knowledgeable in his field, he does not always take the time toexplain important concepts to the rest of the work group.

Action Steps to Consider

Evaluate your weaknesses.Determine the specific skills you need to develop and generate action plans onhow to develop them.



Technical Orientation (continued)

Enroll in courses and seminars.Consider continuing education programs designed to increase your technicalproficiency and knowledge. Some organizations also provide specialized two tothree day seminars.

Attend conferences.Conferences allow you to present and/or receive information during formal andinformal events, to establish new contacts, to meet with many of yourcompetitors, and to view some of the most recent developments in your field.

Schedule some reading time.Stay abreast of current issues in your field. You may find it difficult to decidewhere to start given the wealth of information in most fields. Consider seekinginformation through the Internet or through your public library in specific fieldsthat interest you. Include books and research/scientific journals in your search.

Practice networking.Maintain a network of colleagues with knowledge in your area. Have discussionsessions with them.

Participate in on-the-job development.Arrange to work with a colleague who is an expert in a field in which you wishto strengthen your own skills. This type of arrangement allows you to observeand question an expert in action. If you get a chance to share the work, you canreceive guided practice and feedback as you apply your knowledge and refineyour skills.

Suggested Readings:

LeFever, L. (2012). The Art of Explanation: Making your Ideas, Products, and Services Easier to Understand. Wiley. ISBN: 978-1118374580.



Part D. Teamwork, Supervision, Planning & Productivity

38. Facilitating TeamworkThe ability to promote teamwork, cooperation, and identification with the work group.






External Raters 2 0 5.0

Ratings by all your raters 8 00 5.5


Self rating 6.0

Leader Comments

Louise Leader: Sam is considered a good team player by those who work with him on aregular basis.

Other Comments

Sam tends to challenge ideas and stimulate creative thinking. It’s helpful to have him onthe team because he offers a different point of view.

Given the challenges of the work environment, Sam is able to adapt to many differentsituations. He is able to work well with other people.

Although Sam may not always share the same perspective as other members of his workgroup, he is still able to work cooperatively with team members.

Action Steps to Consider

Use teams for appropriate tasks.Do not use a team for tasks better done by individuals. In general, teams arebeneficial when members have different areas of expertise that are all required tosolve a problem. Consider your objective and the areas of expertise that arerequired by team members.



Facilitating Teamwork (continued)

Study the characteristics of team members and identify potentialbarriers to team cohesion.This will allow you to identify individuals who work more effectively on theirown and those who may benefit from team work.

Apply goal setting strategies to teams.Work with group members to set challenging but attainable group goals. Thisincludes providing feedback regarding progress and goal attainment andproviding positive feedback when you see cooperation that generates results.

Direct team members toward the desired outcome but give the teamauthority over the process.Team members will usually be more motivated to accomplish a project if theyhave some autonomy over the work process.

Promote teamwork.Employ human resource strategies that are conducive to teamwork (e.g.,participative management, group goals, group rewards, 360-degree feedback).

Promote communication among team members.Create regular opportunities for open, informal communication. Try to breakdown barriers to communication between work groups. Place high value oninformation sharing and group problem solving.

Promote equality of group members.Try to encourage equality among team members and discourage power relationswithin the group. Ensure that success and recognition are shared equally amongteam members when goals are met.

Discourage social loafing.Emphasize the importance of every member’s contributions, and make allmembers accountable for their actions. Evaluate both individual and teamperformance.

Suggested Readings:

Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press. ISBN: 978-1578513338.



PLEASE NOTE

This is an abbreviated sample report that contains sample results from two Leadership Effectiveness Behaviors. The actual reports contain 51 behaviors. These are listed below.

Leadership and Work Effectiveness Behaviors

Technical Orientation Analytical OrientationDecisiveness CreativityThoroughness ObjectivityRisk Taking PrioritizingBusiness Acumen Open-MindednessFirst Impression Interpersonal RelationsSensitivity Social AstutenessConflict Management CommunicationFormal Presentation PersuasivenessNegotiation Operating UpwardsClient/Customer Focus ListeningAchievement and Motivation Self-DisciplineFlexibility IndependenceSelf-Esteem Emotional ControlDependability AmbitionValuing Diversity IntegrityDesire to Learn Assuming ResponsibilityVision Emphasizing ExcellenceOrganizational Spokesperson Involving Direct ReportsFacilitating Teamwork Inspirational Role ModelShort-Term Planning Strategic PlanningOrganizing the Work of Others DelegationMonitoring and Controlling Motivating OthersAttracting Staff ProductivityDeveloping/Coaching Others Work/Life BalanceOverall Effectiveness


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